When I established General Environmental Services (GES) in 1979,1 had a clear vision for my company's growth and success. Every year I set new goals and developed new strategies for achieving them. I hired individuals I believed could help us grow andprosper through their own motivation to succeed. Then I realized we weren't on the same page — that many of our managers and employees had their own agendas. We were not working together toward common goals and certainly were not growing the business.I knew that if I wanted to move forward, I needed to take action.
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